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"This case is set in December 2006 when the management at Moser Baer India Limited (MBIL) was faced with the critical decision of whether to pursue a strategic partnership with Optical Media and Technology (OM&T) and what form such a partnership should take. MBIL was India's largest and the world's third largest optical storage media manufacturer with a presence in over 82 countries, serviced through marketing offices in India, the United States and Europe. In 2006, MBIL had also entered the photovoltaic (PV) cells industry and aimed to succeed in this new business by leveraging its core process strength in "coating thin films on substrates". OM&T was based in a high technology cluster in Eindhoven, the Netherlands and was known in the industry for its contribution to prototyping, standardization and pilot production of advanced optical disc formats such as Digital Versatile/ Video Disc (DVD) and Blue Laser Discs (Blu-ray discs). For the MBIL management team, all the options were on the table -- a licensing arrangement, a strategic alliance by taking an equity stake in the company or a complete acquisition of the company. After careful evaluation, they had to choose the most appropriate option and arrive at a decision."

The takeover of Bombay Suburban Electric Supply Ltd (BSES) in 2003 (eventually renamed Reliance Energy) marked the foray of Reliance Industries Ltd into the power transmission and distribution business. The power sector, plagued by bureaucratic controls and constraints on supply and demand, offered little managerial discretion to alter the traditional drivers of growth and profitability. The case illustrates how Reliance Energy leveraged technology to transform its strategy and operations in order to establish international standards of operational excellence and customer service in the Indian power sector. Students learn about the significant risks in technology-driven transformations and their critical success factors, such as complementary changes in firm structures and business processes. The case is set in 2008, when the Chief Information Officer (CIO) of Reliance Energy is found dwelling over the digital transformation of the company that has led to the decision to spin off the information technology (IT) department into a third-party technology solutions provider for the infrastructure sector. Was the digital transformation of the company a success? What were the lessons learnt from this transformation?

"This case study illustrates the principles of disruptive innovation in the context of the music industry in India. Widespread technological changes, including the spread of the Internet and mobile penetration, began to redefine the industry in terms of the way music was created, accessed and consumed. With these technological changes sweeping the industry in a relatively short time frame, the cost of music creation and consumption declined rapidly and incumbents began to find it difficult to sustain operations at current profit margins. The Indian music industry was the archetype of an industry disrupted by technological forces. In such a scenario, the case highlights the dilemma of Sony Music India, a large music recording company, which had been operating in the Indian music industry since 1998 and was now exploring the potential options available for growth and profitability in the evolving digital music space. The Indian subsidiary benefits from learning from its parent but operates under a different business model. The case is set in 2012, and places the student in the shoes of Vivek Paul, Head of Digital Media, who is pondering over what form Sony's digital platform offering should take. How different was the Indian music landscape from the West? What were the disruptive impacts? Should the response of the company mirror its parent corporation? What was the economic upside? Should the company sell exclusively through its own site? Should the company launch a separate organization to manage its digital business? "